REACTANCE, AND HOW TO MANAGE IT

One of the most challenging aspects of organisational change is managing people’s resistance. Trying to impose change on people often backfires—a fact often overlooked! And it can lead to reactance.

Reactance is a psychological phenomenon in which people show resistance when they feel or perceive that their freedom is threatened or taken away. It is like squeezing oxygen out of the individual. Reactance plays a significant role in organisational change, and it causes people to feel powerless. No person feels comfortable when the freedom they have taken for granted—whether real or perceived—is trampled upon in the name of change. Human beings like to be in charge of their lives. From an early age, our brains are hardwired to resist being told what to do. Each of us has an inner rebel that is not afraid to challenge authority, confront coercion, or resist persuasion.

The traditional approach to managing resistance is to nudge, coax, cajole, badger or compel people into accepting change. Often, it fails to yield desired results, especially when people are vested in their interests. When pushed, people push back. However, there is a more effective way to overcome resistance. It involves neither pushing nor persuading individuals. Convincing and coercing people may work for a while, but they rarely succeed in breaking down resistance. When forced, people tend to snap. Telling people what to do rarely works. A better way to change minds is by making people aware of the costs of their inaction, pointing out the dangers of not doing anything, removing roadblocks, and removing psychological and emotional barriers.

Effective change agents understand the limitations of coercion and persuasion to change behaviours. They try to get to the root of people’s resistance by understanding their fears, anxieties, aspirations and expectations. Asking questions such as “Why have they not changed yet?” or “What keeps them from accepting change?” may be helpful. Generally, people resent change when it is forced upon them, primarily because they wish to feel in control. Being in control gives people a sense of empowerment. Therefore, telling or forcing people what to do can backfire.

FORCING OR PUSHING PEOPLE TO CHANGE CAN BACKFIRE

In 2018, P&G ran into trouble when some individuals uploaded videos on social media showing teenagers eating Tide Pods—the laundry detergent sold in tablet form. A jocular article in The Onion magazine titled “So Help Me God, I’m Going To Eat One Of Those Multicolored Detergent Pods” sparked a craze among some teens to consume the detergent tablets. The author of the article wrote: “I’m going to find that container of multicolored pods, I’m going to take one out, I’m going to shove it in my mouth, and I’m going to chew it up and swallow it down, and nothing and no one is going to stand in my way”. It triggered a humour video showing teenagers eating, swallowing or chewing the detergent tablets; some cooked the detergent pods before consuming them. Social media went abuzz daring others to do the same. Health risks ensued, and many fell sick.

P&G stepped into the chaotic situation to warn people about the dangers of ingesting detergent tablets. It partnered with American football player Robert James “Gronk” Gronkowski to urge people not to consume Tide Pods. P&G hoped that a celebrity would help make a difference. In an official Tide video, Gronkowski admonished the public: “What the hell is going on, people? Use Tide Pods for washing. Not eating”. Inexplicably, the campaign made matters worse. The warning did not discourage people from consuming Tide Pods; instead, it encouraged more people to consume the detergent tablets. The situation quickly spiralled out of control. More people chewed or swallowed the detergent tablets. Searches for Tide Pods on Google skyrocketed to their highest level, while visits to poison control centres spiked. P&G’s efforts failed spectacularly.

 The debacle revealed one thing loud and clear—that telling people “not to do something” is more likely to make them want to do it; conversely, telling people “to do something” might elicit resistance. Those who have dealt with teenagers know how difficult it can be to control or restrain them. People are less likely to respond to directives telling them what they should and should not do. People are more likely to change their behaviour when they “feel” they have made their own decisions.

PEOPLE VALUE FREEDOM AND AUTONOMY

People like to feel in control of their environment and lives. People generally do not want to relinquish their agency. Agency refers to an individual’s ability to take action independently or act freely. We all possess some form of anti-persuasion radar. It triggers our defence mechanisms when the fist of coercion or persuasion threatens to strike our sense of freedom. We counter the threat by avoiding or ignoring the message or coming up with numerous reasons why someone’s idea is flawed.

People tend to value their freedom and autonomy. The ability to make choices is crucial to self-determination. It contributes to psychological well-being and personal motivation. High self-determination can lead to success in various spheres of life. Denying people the freedom to take ownership of critical aspects of their lives is a recipe for resistance.

Individual freedom and autonomy offer many benefits. People feel happier and more satisfied when they have the discretion to make their own decisions. Holding people accountable for their actions is easier when they make their own decisions. But diminishing their sense of freedom makes them vulnerable to the trappings of reactance.

HOW TO TACKLE REACTANCE

Coercion and persuasion may occasionally work. Not always. Encourage people to decide for themselves. Provide evidence and expose people to reality. People do not step out of their comfort zones unless they believe, see, understand or feel the dangers of not changing. People cling to the status quo for many reasons: they fear losing what they have, dread walking on the edge of uncertainty, avoid stepping into the unknown, or remain unaware of alternatives. Understanding the underlying reasons for people’s resistance to change is essential to help them move forward. Let us now consider some strategies for dealing with reactance.

First, provide options. Create and present choices. Give people options to choose from or ask which one they want to do first. Some advertising agencies give their clients two or three options instead of just one. This approach makes clients less likely to find fault with a single idea. Providing two or three options allows the client to select the most appropriate one. The act of choosing is as much about who you are as it is about what is available when making a choice. For some people, even the slightest difference matters, so choosing from a range of options can be influential. Invariably, the mind turns to figure out what is better and gives people a sense of control. It gives the impression that they made their own decisions based on the options presented. Additionally, it may also make them feel responsible for their decisions.

Second, ask questions. Avoid making statements or assertions. Ask stakeholders about their concerns, aspirations, fears, and expectations instead of telling them what to do. It facilitates engagement. There is no better way to understand someone’s feelings, goals, or values than by asking questions. Empathetic questioning helps to unravel complex issues. Questioning engages the individual and nudges them in the right direction without making them defensive. You can break the ice with strangers or bond with clients and colleagues by posing thoughtful and purposeful questions. Questioning is a passport to connect with others who see the world differently.

It is through questions that we bridge the gap between us. It is commonly believed that questions create a rift between people—quite the contrary! It is the questions that unite people; it is the answers that divide them. The ‘answers’ usually come cloaked in opinions, beliefs, and ideologies. If the questioning and the questions are honest, open, and unbiased, it creates a more meaningful connection between people. Asking questions has two benefits: first, it assists in collecting information about the problem from those who will be directly affected by the change, and second, when it comes to implementing the change, the affected person is better engaged.

Third, deal with cognitive dissonance. Cognitive dissonance involves having inconsistent beliefs, thoughts, or attitudes, particularly about one’s behaviour and attitude. Cognitive dissonance can have a significant impact on our behaviour and attitude. We feel uncomfortable and uneasy when there is a disparity between our beliefs and behaviours. When our behaviour is not in line with our values, we experience discomfort. Even though people want to change, their ingrained habits and behaviours prevent them from changing. It is similar to smokers who know about the health risks associated with smoking but do not quit. Smokers may be able to stop smoking if they are helped to examine their behaviour and their feelings of guilt. It is easier to change someone’s behaviour by harnessing their mental discomfort than by forcing them to do so. 

Fourth, seek understanding. When you persuade someone, it may appear like it is all about you. People respond well to those who convey empathy and compassion. Building trust begins with listening. Therefore, understanding and trust must precede change. People in distress want to be heard. Actively listen. Understanding is a way to affirm the other person and their perspective. It is what an affected individual would expect—to be understood and valued. Partnering plays a significant role in this process. Explore opportunities for collaboration. Get to the root of the matter so you can understand the underlying issues, uncover suppressed emotions and address unresolved issues. It is like weeding a garden. Usually, the fastest way to remove weeds is to grab the top of the weed, pull it out of the ground, and move on to the next one. While it is a fast way to fix a problem, it rarely works. The weed grows back quickly. To eradicate weeds permanently, you must get to their roots. The same is true for changing minds. Discover where the problem lies.